Enhanced
Defense
Financial
Management
Training
Course
Module
1:
Resource
Management
Environment
Competency
Area
2:
Manpower
Management
American
Society
of
Military
Comptrollers
Student
Guide
Revised
2018
Copyright
©2000,
revised
2018
(v2018a)
by
the
Amencan
Society
of
Military
Comptrollers.
All
rights
reserved.
Module
1:
Resource
Management
Environment
Competency
Area
2:
Manpower
Management
ADDITIONAL
INFORMATION/REFERENCES
1.2.2
Reference
Location
OMB
Circular
A-11,
Section
32,
Reporting
on
Employment
and
Personnel
Compensation
OMB
Circular
A-76
Performance
of
Commercial
Activities
DoDI
5010.37
Efficiency
Review,
Position
Management,
and
Resource
Request
Determination
11/17/1987
DoDI
1400.32
Civilian
Workforce
Contingency
and
Emergency
Planning
4/24/1995
DoDI
1100.19
Wartime
Manpower
Mobilization
Planning
Policies
and
Procedures
DoDI
4000.19
Interservice
and
Intragovernmental
Support
Agreements
8/9/1995
DoDD
1404.10
DoD
Civilian
Expeditionary
workforce
https://www.whitehouse.govisites/default/files/omb/
assets/all_current_year/s32.pdf
https://www.whitehouse.gov/sites/default/files/
omb/assets/omb/circulars/a076/a76_incl_tech_
correction.
pdf
http://dtic.
mil/cgi-bin/GetTRDoc?AD=ADA376648
http://dtic.
mil/whs/directives/corres/pdf/140032p.
pdf
http://dtic.mil/cgi-bin/GetTRDoc?AD=ADA267851
http://dtic.mil/whs/directives/corres/pdf/400019p.pdf
http://dtic.
mil/whs/directives/corres/pdf/140410p.
pdf
DoDD
1205.18
FTS
to
Reserve
Components
I
http://dtic.
mil/whs/directives/corres/pdf/120518p.
pdf
P.L.
105-270
Federal
Activity
Inventory
Reform
Act
of
1998
18
USC
208
Acts
Affecting
a
Personal
Financial
Interest
5
CFR
2635
Standards
of
Ethical
Conduct
for
Employees
of
the
Executive
Branch
U.S.
Office
of
Government
Ethics
https://www.gpo.goefdsys/pkg/PLAW-105pub1270/pdf/
PLAW-105pub1270.pdf
https://oge.gov/web/oge.nsf/Statutes
https://vvvvvv.law.cornell.edu/cfr/text/5/part-2635
https://oge.gov/
Joint
Ethics
Regulation
http://ogc.osd.mil/defense_ethics/
FMR
Volume
2A,
Chapter
1
General
Information
http://comptroller.defense.gov/FMR/
Note:
Website
addresses
current
as
of
publication.
Copyright
0
2000,
revised
2018
(v2018a)
by
the
American
Society
of
Military
Comptrollers.
All
rights
reserved.
Module
1:
Resource
Management
Environment
Competency
Area
2:
Manpower
Management
TABLE
OF
CONTENTS
Learning
Objectives
Study
Guidance
Additional
Information/References
Knowledge
Check
1.2.1
1.2.1
1.2.2
1.2.3
Introduction
to
Defense
Manpower
Management
1.2.5
Defense
Manpower
Management
Defined
1.2.6
Manpower
Concentrations
1.2.6
Manpower
Structure
1.2.7
Mobilization
and
Crisis
issues
1.2.9
DoD
Manpower
Utilization
Policy
1.2.9
Mobilization
1.2.9
DoD
Total
Force
Policy
1.2.10
Master
Mobilization
Plan
(MMP)
1.2.10
Presidential
Authority
to
Activate
Reserve
Forces
1.2.11
Civilian
Employees
During
Crisis
Situations
Manpower
Estimates
for
Financial
Management/
FTE
Terminology
Department
of
Defense
Separation
incentives
1.2.12
1.2.13
1.2.14
Federal
Activities
inventory
Reform
Act
of
1998
1.2.15
Annual
Lists
of
Government
Activities
Not
Inherently
Governmental
in
Nature
1.2.15
Competition
Required
1.2.16
Realistic
and
Fair
Standard
Competitions
1.2.16
Types
of
Activities
1.2.17
OMB
Circular
A
-76
—Performance
of
Commercial
Activities
1.2.19
Reliable
Cost
and
Performance
Information
1.2.20
Commercial
Activities
(OMB
Circular
A-76
and
DoDI
4100.33)
1.2.22
Management
Study
1.2.22
Performance
Work
Statement
(PVVS)
1.2.23
Cost
Comparisons
1.2.24
Length
of
the
Process
1.2.24
Official
A-76
Announcements
and
Notifications
1.2.25
The
A-76
Moratorium
1.2.25
Copyright
©
2000.
revised
2018
(v2018a)
by
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American
Society
of
Military
Comptrollers.
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reserved.
Module
1:
Resource
Management
Environment
Competency
Area
2:
Manpower
Management
page
intentionally
left
blank
1.2.4
Copyright
©
2000,
revised
2018
(v2018a)
by
the
American
Society
of
Military
Comptrollers.
All
rights
reserved.
Module
1:
Resource
Management
Environment
Competency
Area
2:
Manpower
Management
••••••••
Learning
Objectives
Relate
DoD
manpower
financial
budgets
to
manpower
structure.
Summarize
mobilization
processes
for
military
and
civilian
personnel.
Summarize
requirements
for
Federal
Activities
Inventory
Reform
Act
of
1998
and
its
impact
on
Commercial
Activities
(A-76).
LEARNING
OBJECTIVES
Learning
Objectives
Describe
the
key
elements
of
A-76
and
the
DODI
4100.33.
Recognize
and
use
terms
defined
in
the
Commercial Activities
Program.
Describe
the
Government's
ethical
standards.
Defense
manpower
management,
as
used
in
fi
nancial
management,
refers
to
the
processes
for
estimating
manpower
requirements
for
budgetary
purposes
and
reporting
manpower
numbers
to
the
Office
of
Management
and
Budget
(OMB).
At
the
completion
of
this
competency
area,
you
should
be
able
to:
Relate
DoD
manpower
fi
nancial
budgets
to
manpower
structure.
Summarize
mobilization
processes
for
military
and
civilian
personnel.
Summarize
the
requirements
for
Federal
Activities
Inventory
Reform
Act
of
1998
and
its
impact
on
Commercial
Activities
(A-76).
Describe
the
key
elements
of
OMB
Circular
A-76
and
DODI
4100.33
as
they
relate
to
the
Most
Efficient
Organization
(MEO).
Recognize
and
use
the
terms
defined
in
the
Commercial
Activities
Program.
Describe
the
Government's
ethical
standards.
STUDY
GUIDANCE
The
Manpower
Management
competency
deals
with
the
fi
nancial
manager's
knowledge
of
manpower
and
force
management
as
they
relate
to
resource
management,
manpower
rules,
regulations,
laws,
and
development
of
manpower
requirements.
This
competency
area
addresses
familiarity
with
and
use
of
Department
of
Defense
separation
incentives
and
Federal
Activities
Inventory
Reform
Act
of
1998.
The
defense
fi
nancial
manager
should
also
be
familiar
with
programs
that
impact
manpower
levels,
such
as
the
Commercial
Activities
Program.
Copyright
OD
2000,
revised
2018
(v2018a)
by
the
American
Society
of
Military
Comptrollers.
All
rights
reserved.
1.2.1
Module
1:
Resource
Management
Environment
Competency
Area
2:
Manpower
Management
Manpower
Management
The
processes
for
determining
manpower
requirements
for
budgetary
purposes
and
reporting
manpower
strengths
to
OMR
Defense
Manpower
Management
Defined
Defense
manpower
management,
as
used
in
fi
nancial
management,
refers
to
the
processes
of
determining
manpower
requirements
for
budgetary
purposes
and
reporting
manpower
strengths
to
the
OMB.
Manpower
Concentrations
For
study
purposes,
Defense
Manpower
Resources
Management
is
separated
into
four
concentrations:
Manpower
Structure
Mobilization
and
Crisis
Issues
Restructuring
Initiatives
-
Federal
Work
Force
Restructuring
Act
of
1994
-
Federal
Activities
Inventory
Reform
Act
of
1998
-
Commercial
Activities
-OMB
Circular A-76
Ethical
Standards
1.2.6
Copyright
©
2000,
revised
2018
(v2018a)
by
the
American
Society
of
Military
Comptrollers.
All
rights
reserved.
Module
1:
Resource
Management
Environment
Competency
Area
2:
Manpower
Management
KNOWLEDGE
CHECK
Instructions:
Answer
each
question
below.
Check
your
answers
against
the
answer
key.
1.
VVhere
can
the
rules
for
calculating
FTE
employment
be
found?
2.
What
term
is
used
to
refer
to
the
totality
of
units
in
a
DoD
component?
3.
What
term
is
used
to
refer
to
the
authorized
and
programmed
strength
at
the
end
of
the
fi
scal
year
for
the
active
forces,
the
Selected
Reserve,
and
appropriated
-fund
civilian
employees
in
the
FYDP?
4.
What
process
involves
assembling,
organizing,
and
using
manpower
and
material
resources
in
preparation
for
war
or
other
emergency?
5.
What
is
the
maximum
number
of
days
that
units
of
the
Selected
Reserve
and
members
of
the
Individual
Ready
Reserve
may
be
ordered
to
active
duty
(other
than
for
training)
without
the
consent
of
Congress?
6.
What
is
the
maximum
number
of
members
of
the
Selected
Reserve
and
the
Individual
Ready
Reserve
who
may
be
on
duty
at
any
one
time?
Of
these,
what
is
the
maximum
number
who
may
be
members
of
the
Individual
Ready
Reserve?
7.
What
term
is
used
to
describe
a
civilian
who
could
be
deployed
to
a
crisis
area?
8.
What
types
of
activities
are
excluded
from
competition
under
OMB
Circular
A-76?
9.
How
frequently
must
Federal
agencies
compile
lists
of
activities
that
are
not
inherently
Governmental?
10.
What
kind
of
activity
is
so
intimately
related
to
the
public
interest
as
to
mandate
performance
by
Federal
employees?
11.
What
is
one
of
the
exceptions
to
the
ban
on
gifts
from
outside
sources?
1.2.3
Copyright
CO
2000.
revised
2018
(v2018a)
by
the
American
Society
of
Military
Comptrollers.
All
rights
reserved.
Module
1:
Resource
Management
Environment
Competency
Area
2:
Manpower
Management
,)
TABLE
1.2.1
-MANPOWER
MANAGEMENT
TERMINOLOGY
Term
Definition
Actual
Strength
The
number
of
personnel
in
—or
projected
to
be
in
—an
organization
or
account
at
a
specified
point
in
time.
Assigned
Strength
Actual
strength
of
an
entire
service,
not
necessarily
equal
to
combined
unit
actual
strengths
because
individuals
may
be
assigned
but
not
joined.
Authorized
Strength
The
total
strength
authorized
by
Congress
(for
internal
service
applications
only).
Authorized
strength
may
be
used
synonymously
with
documented
strength.
Average
Strength
The
arithmetic
mean
strength
for
a
specific
time
span.
The
average
strength
for
1
year
is
equivalent
to
work
years.
DoD
Civilian
Work
Force
U.S.
citizens
or
foreign
nationals
hired
directly
or
indirectly
to
work
for
DoD,
paid
from
appropriated
or
non
-appropriated
funds
under
permanent
or
temporary
appointment.
This
includes
employees
filling
full-time,
part-time,
intermittent,
or
on
-call
positions.
Specifically
excluded
are
all
Government
contractor
employees.
End
Strength
Strength
at
the
end
of
a
fiscal
year
is
synonymous
with
end
-year
strength.
Single
point
strengths
for
other
points
in
time
must
be
specified,
such
as
end
first-quarter
strength.
Future
-Year
Defense
Program
(FYDP)
The
official
report
(database)
that
summarizes
the
resources
provided
to
DoD.
The
FYDP
identifies
funding
for
each
appropriation,
manpower
authorization
and
program,
and
selected
types
of
unit
or
equipment
authorizations
by
resource
management
packages
called
program
elements.
Force
Structure
The
totality
of
units
in
a
DoD
component.
Manpower
Programming
The
process
of
compiling
and
projecting
future
manpower
requirements;
documenting
these
requirements;
integrating
them
into
the
overall
planning,
programming,
and
budgeting
process;
and
translating
them
into
a
form
that
provides
a
basis
for
personnel
procurement,
training,
and
assignment.
Peacetime
Strength
The
authorized
and
programmed
strength
at
the
end
of
the
fiscal
year
for
active
forces,
the
Selected
Reserve
(to
include
drilling
reservists,
military
technicians,
and
active
Guard
and
Reserve),
and
appropriated
-fund
civilian
employees
in
the
FYDP.
1.2.8
Copyright
©
2000,
revised
2018
(v2018a)
by
the
American
Society
of
Military
Comptrollers.
All
rights
reserved.
Module
1:
Resource
Management
Environment
Competency
Area
2:
Manpower
Management
Strength
Levels
as
of
November
2017
(MILLIONS
OF
PEOPLE)
1,4
1,335
M
1.2
1
816,119
0.8
727,381
0.6
0.4
0.2
0
Active
Duty
Forces
Ready
and
Civilian
Work
Stand
-By
Force
Reserves
INTRODUCTION
TO
DEFENSE
MANPOWER
MANAGEMENT
The
mission
of
the
Department
of
Defense
(DoD)
is
provide
a
lethal
Joint
Force
to
defend
the
security
of
our
country
and
sustain
American
influence
abroad.
Reporting
to
the
Secretary
of
Defense
are
three
military
departments
(Army,
Navy,
and
Air
Force)
and
19
defense
agencies.
The
four
Armed
Services
(Army,
Navy,
Air
Force,
and
Marine
Corps)
are
subordinate
to
their
military
departments.
The
military
departments
are
responsible
for
recruiting, training,
and
equipping
their
forces,
but
operational
control
of
those
forces
is
assigned
to
one
of
the
unified
Combatant
Commands.
The
United
States
Coast
Guard
is
also
part
of
our
US
Armed
Forces
and
also
our
Armed
Services.
It
is
aligned
under
the
Department
of
Homeland
Security;
however,
by
statute,
it
can
be
transferred
to
the
operational
control
of
the
Department
of
Defense
in
wartime.
Copyright
©
2000.
revised
2018
(v2018a)
by
the
American
Society
of
Military
Comptrollers.
All
rights
reserved.
1.2.5
Module
1:
Resource
Management
Environment
Competency
Area
2:
Manpower
Management
In
addition
an
expansion
of
military
members
through
mobilization
may
require
an
increase
in
the
civilian
workforce
strength.
Installation
planning
for
civilian
workforce
expansion
and
recruitment
during
contingencies
and
emergencies
shall
include
consideration
of:
The
availability
and
use
of
DoD
civilian
retirees.
The
placement
of
military
retirees
not
normally
subject
to
military
recall
(those
over
age
60
or
prevented
from
recall
by
serious
disability).
The
borrowing
of
employees
from
other
Federal
agencies.
The
use
of
contractors.
The
use
of
overtime
and
temporary
employees.
DoD
Total
Force
Policy
Under
the
DoD
Total
Force
Policy,
many
military
functions
not
required
during
peacetime
are
assigned
to
the
Reserve
components.
The
execution
of
contingency
operations
may
require:
The
mobilization
of
all
or
part
of
the
reserve
components
to
bring
the
force
structure
to
the
levels
required
for
a
particular
conflict.
The
augmentation
of
active
and
activated
reserve
units
by
non
-unit
reservists,
recalled
retirees,
volunteers,
and
draftees.
Some
civilians
who
perform
wartime
military
functions
in
peacetime
will
remain
as
emergency
-essential
(E
-E)
employees,
but
most
will
be
replaced
in
theater
by
active
-duty
military
personnel
or
recalled
reservists.
The
military
services
and
Defense
agencies
plan
for
military
force
buildup,
deployment,
employment,
and
sustainment
on
the
assumption
that
an
adequate
civilian
workforce
will
be
available.
Increases
in
peacetime
work
levels
will
require
increased
productivity,
increased
hours
of
work,
and/or
increased
numbers
of
civilian
employees.
Master
Mobilization
Plan
(MMP)
Mobilization
is
the
process
of
assembling,
organizing,
and
using
manpower
and
material
resources
in
preparation
for
war
or
other
emergency.
The
mobilization
process
can
help
deter
war
as
well
as
enhance
warfighting
capability.
The
DoD
MMP
prescribes
mobilization
policies,
authorities,
and
responsibilities
within
DoD.
1.2.10
Copyright
C
2000,
revised
2018
(v2018a)
by
the
American
Society
of
Military
Comptrollers.
All
rights
reserved.
Module
1:
Resource
Management
Environment
Competency
Area
2:
Manpower
Management
Manpower
Structure
The
Under
Secretary
of
Defense
(Personnel
and
Readiness)
issues
guidance
annually
for
the
Services
to
use
in
preparation
and
administration
of
their
military
and
civilian
manpower
programs.
Within
the
strengths
assigned
by
the
Secretary
of
Defense,
each
service
programs
manpower
using
the
following
guidelines:
The
fi
rst
priority
for
programming
manpower
is
major
Combat
Commands
based
on
the
Joint
Chiefs
of
Staff
guidance.
Remaining
forces
are
manned,
within
approved
total
strengths,
to
support
combat
forces.
Civilian
requirements
are
based
on
planning
and
workload
factors
at
the
minimum
necessary
to
accomplish
the
required
tasks.
Manpower
requirements
for
an
area
that
requires
both
military
and
civilian
personnel
are
projected
as
a
total.
Civilian
personnel
can
be
used
only
in
positions
that
do
not
require
military
incumbents
by
reasons
of
law,
training,
security,
discipline,
rotation,
or
combat
readiness.
Indigenous
personnel
are
utilized
to
the
maximum
extent
practical
consistent
with
security
and
readiness.
For
example,
indirect
Hires
are
indigenous
personnel
hired
by
the
foreign
Government
to
support
the
mission
of
the
DoD.
1.2.7
Copyright
©
2000,
revised
2018
(v2018a)
by
the
American
Society
of
Military
Comptrollers.
All
rights
reserved.
Module
1:
Resource
Management
Environment
Competency
Area
2:
Manpower
Management
Civilian
Employees
During
a
Crisis
Situation
Crisis
Situation
Emergency
Essential
(EE)
-
Non
-Combat
Essential
(NCE)
Capability
-Based
Volunteer
(CBV)
Capability
-Based
Former
Employee
Volunteer
Corps
Key
Employees
Civilian
Employees
During
Crisis
Situations
The
following
definitions
apply
to
civilians
during
crisis
situations
based
on
DoDD
1404.10,
23
January
2009,
DoD
Civilian
Expeditionary
Workforce.
Crisis
Situation.
A
crisis
situation
is
a
civil
insurrection,
civil
war,
terrorism,
wartime,
or
hostile
condition
that
threatens
physical
harm
or
imminent
danger
to
the
health
or
well
being
of
the
E
-E
civilian
employee.
Emergency
Essential
(E
-E).
A
position
-based
designation
to
support
the
success
of
combat
operations
or
the
availability
of
combat
-essential
systems
in
accordance
with
10
USC
1580(e)
and
will
be
designated
as
key
in
accordance
with
Paragraph
4c(5).
A
person
occupying
an
E
-E
position
could
be
deployed
to
a
crisis
area.
Non
-Combat
Essential
(NCE).
A
position
-based
designation
to
support
the
expeditionary
requirements
in
other
than
combat
or
combat
support
situations
and
will
be
designated
as
Key
in
accordance
with
Paragraph
4d(5).
Capability
-Based
Volunteer
(CBV).
An
employee
who
may
be
asked
to
volunteer
for
deployment,
remain
behind
after
other
civilians
have
evacuated,
or
backfill
other
DoD
civilians
who
have
deployed
to
meet
expeditionary
requirements
in
order
to
ensure
that
critical
expeditionary
requirements
that
may
fall
outside
or
within
the
scope
of
an
individual's
position
are
fulfilled.
Capability
-Based
Former
Employee
Volunteer
Corps.
A
collective
group
of
former
(including
retired)
DoD
civilian
employees
who
have
agreed
to
be
listed
in
a
database
as
individuals
who
may
be
interested
in
returning
to
Federal
service
as
a
time
-limited
employee
to
serve
expeditionary
requirements
or
who
can
backfill
for
those
serving
other
expeditionary
requirements.
VVlien
these
individuals
are
re-employed,
they
shall
be
deemed
CBV
employees.
Key
Employees.
DoD
civilian
employees
in
positions
designated
as
E
-E
and/or
NCE
will
be
designated
key
in
accordance
with
DoDD
1200.7.
1.2.12
Copyright©
2000,
revised
2018
(v2018a)
by
the
American
Society
of
Military
Comptrollers.
All
rights
reserved.
Module
1:
Resource
Management
Environment
Competency
Area
2:
Manpower
Management
Mobilization
&
Crisis
Issues
The
DoD
Manpower
Util
ization
Policy
Mobilization
The
DoD
Total
Force
Pol
icy
The
DoD
Master
Mobilization
Plan
(MMP)
MOBILIZATION
AND
CRISIS
ISSUES
The
ability
to
make
the
transition
from
peacetime
manning
levels
to
wartime
manpower
demands
and
the
ability
to
provide
fi
ller
and
replacement
personnel
over
the
course
of
a
conflict
are
critical
to
successful
resolution
of
a
crisis.
DoD
Manpower
Utilization
Policy
During
mobilization
or
wartime,
the
DoD
manpower
utilization
policy
is
based
on:
Terminating
or
deferring
activities
not
essential
to
the
war
effort
in
order to
permit
the
reallocation
of
personnel
to
higher
priority
tasks.
Assigning
military
personnel
only
to
those
jobs
that
contribute
to
the
war
unless:
—Military
incumbency
is
required
by
law.
—Possessing
military
-unique
skills
or
experience
is
essential
for
successful
performance
of
required
duties.
—Military
authority
or
discipline
is
requisite
to
the
position.
--Alternative
manpower
is
not
available.
Mobilization
During
mobilization,
defense
leaders
have
to
consider
the
current
makeup
of
civilian
workforce
and
the
impact
of
mobilization
on
the
depth
of
that
workforce.
Plans
for
the
civilian
workforce
during
contingencies
and
emergencies
shall
include
assessments
and
alternatives
for
the
following:
The
loss
of
civilian
employees
who
are
reservists
or
retired
from
military
service
who
may
be
recalled
to
active
duty.
The
loss
of
civilian
employees
who
may
be
drafted
into
military
service.
1.2.9
Copyright
0
2000.
revised
2018
(v2018a)
by
the
American
Society
of
Military
Comptrollers.
All
rights
reserved.
Module
1:
Resource
Management
Environment
Competency
Area
2:
Manpower
Management
DoD
Separation
Incentives
5
USC
9902(f)
Permanent
DoD
Authority
Authorizes
buyout
up
to
$40,000*
or
early
retirement
or
both
Voluntary
Separation
Incentive
Pay
(VSIP)
Voluntary
Early
Retirement
Authority
(VERA)
'
TPU3
Itint
r.
crec.t
unti
ol
toast
9
,
30:2021
DEPARTMENT
OF
DEFENSE
SEPARATION
INCENTIVES
Title
5
of
the
United
States
Code,
Section
9902(f),
as
enacted
by
section
1101
of
P.L.
108-136,
gives
the
Secretary
of
Defense
permanent
authority
to
establish
programs
under which
employees
may
be
eligible
for
voluntary
early
retirement
or
be
offered
separation
incentive
pay
(commonly
called
buyouts)
or
both.
This
authority
may
be
used
to
reduce
the
number
of
personnel
employed
by
the
Department
of
Defense
or
to
restructure
the
workforce
to
meet
mission
objectives
without
reducing
the
overall
number
of
personnel.
The
latter
point
is
particularly
significant
since
initial
buyout
legislation
required
the
elimination
of
a
full-time
equivalent
position
for
every
position
vacated
through
a
buyout.
That
is
no
longer
the
case.
The
buyout
program
is
known
as
the
Voluntary
Separation
Incentive
Pay
(VSIP)
program,
and
the
program
for
early
retirement
is
known
as
Voluntary
Early
Retirement
Authority
(VERA).
An
individual
can
be
subject
to
either
one
or
both
of
these
programs
at
the
time
of
separation
from
active
service.
The
Department
of
Defense
is
permitted
no
more
than
25,000
buyout
separations
per
year
under
this
authority,
but
this
limitation
does
not
include
any
buyout
separations
subject
to
Base
Realignment
and
Closure
action
or
for
non
-appropriated
fund
employees.
5
USC
9902(f)
requires
that
buyout
payments
(the
lesser
of
$40,000*
or
the
amount
of
the
employee's
severance
pay)
be
paid
from
amounts
available
for
the
employee's
pay,
and
generally,
be
fully
repaid
if
the
employee
rejoins
the
Federal
Government
within
fi
ve
years
of
separation.
An
employee
accepting
a
buyout
cannot
be
re-employed
by
DoD
for
12
months
after
receiving
the
incentive
pay
unless
the
Secretary
of
Defense
approves
an
exception.
*Note:
This
limit
is
in
effect
until
at
least
9/30/2021.
1.2.14
copyright©
2000,
revised
2018
(v2018a)
by
the
American
Society
of
Military
Comptrollers.
All
rights
reserved.
Module
1:
Resource
Management
Environment
Competency
Area
2:
Manpower
Management
Presidential
Authority
to
Activate
Reserve
Forces
Title
10
USC
12304
gives
the
President
authority
to
activate
reserve
forces,
without
the
consent
of
Congress,
and
order
to
active
duty
(other
than
for
training)
for
not
more
than
365
days:
Selected
Reserve
Individual
Ready
Reserve
o
Limit
of
200,000
Selected
Reserve
and
Individual
Ready
Reserve
on
active
duty
and
not
more
than
30,000
Individual
Ready
Reserve
Presidential
Authority
to
Activate
Reserve
Forces
10
USC
12304
gives
the
President
authority
to
order to
active
duty
Selected
Reserve
and
Ready
Reserves:
When
the
President
determines
that
it
is
necessary
to
augment
the
active
forces
for
any
operational
mission
or
emergency
involving
the
use
or
threatened
use
of
a
weapon
of
mass
destruction,
terrorist
attack,
or
a
threatened
terrorist
attack
in
the
United
States,
the
President
may
authorize
the
Secretary
of
Defense
and
the
Secretary
of
Homeland
Security
(for
the
Coast
Guard),
without
the
consent
of
Congress,
to
order
to
active
duty
(other
than
for
training)
for
not
more
than
365
days
as
follows:
Any
unit
of
the
Selected
Reserve.
-Any
member
of
the
Individual
Ready
Reserve.
Not
more
than
200,000
members
of
the
Selected
Reserve
and
the
Individual
Ready
Reserve
may
be
on
active
duty
under
this
section
at
any
one
time,
of
which
not
more
than
30,000
may
be
members
of
the
Individual
Ready
Reserve.
1.2.11
Copyright
©
2000.
revised
2018
(v2018a)
by
the
American
Society
of
Military
Comptrollers.
All
rights
reserved.
Module
1:
Resource Management
Environment
Competency
Area
2:
Manpower
Management
2.
Changes.
If
the
list
changes
after
the
publication
of
the
notice
as
a
result
of
the
resolution
of
challenge,
the
head
of
the
Executive
agency
shall
promptly:
Make
each
such
change
available
to
the
public
and
transmit
a
copy
of
the
change
to
Congress.
Publish
in
the
Federal
Register
a
notice
that
the
change
is
available
to
the
public.
Competition
Required
Within
a
reasonable
amount
of
time
after
the
date
on
which
a
notice
of
the
public
availability
of
a
list
is
published,
the
head
of
the
Executive
agency
concerned
shall
review
the
activities
on
the
list.
Each
time
the
head
of
the
Executive
agency
considers
contracting
with
a
private
-sector
source
for
the
performance
of
such
an
activity,
the
head
of
the
Executive
agency
shall
use
a
competitive
process
to
select
the
source
(except
as
may
otherwise
be
provided
in
a
law
other
than
this
act,
an
Executive
order,
regulations,
or
any
Executive
Branch
circular
setting
forth
requirements
or
guidance
that
is
issued
by
competent
Executive
authority).
Realistic
and
Fair
Standard
Competitions
For
the
purpose
of
determining
whether
to
contract
with
a
source
in
the
private
sector
for
the
performance
of
an
Executive
agency
activity
on
the
list
on
the
basis
of
a
comparison
of
the
costs
of
procuring
services
from
such
a
source
with
the
costs
of
performing
that
activity
by
the
Executive
agency,
the
head
of
the
Executive
agency
shall
ensure
that
all
costs
(including
the
costs
of
quality
assurance,
technical
monitoring
of
the
performance
of
such
function,
liability
insurance,
employee
retirement
and
disability
benefits,
and
all
other
overhead
costs)
are
considered
and
that
the
costs
considered
are
realistic
and
fair.
Although
the
Federal
Workforce
Restructuring
Act
(FWRA),
which
expired
on
September
30,
1999,
placed
ceilings
on
Executive
Branch
civilian
employment,
agencies
should
not
convert
the
work
of
their
employees
to
contractors
unless
they
first
undertake
standard
competitions
that
demonstrate
that
such
a
conversion
is
of
financial
advantage
to
the
Government.
In
addition
agencies
should
ensure
that
reductions
in
accordance
with
the
FVVRA
are
not
disproportionately
made
in
the
areas
of
students
or
employees
with
disabilities
and
their
aides.
1.2.16
Copyright©
2000.
revised
201E
(v2018a)
by
the
American
Society
of
Military
Comptrollers.
All
rights
reserved.
Module
1:
Resource
Management
Environment
Competency
Area
2:
Manpower
Management
FTE
Terminology
Ful
l
-Time
Permanent
(FTP)
Other
Than
Full
-Time
Permanent
(OTFTP)
Turnover
Rate
Fill
Rate
Lapse
Rate
MANPOWER
ESTIMATES
FOR
FINANCIAL
MANAGEMENT/FTE
TERMINOLOGY
Personnel
budget
estimates
are
prepared
in
terms
of
full-time
equivalent
(FTE)
employment,
as
required
in
OMB
Circular
A-11.
FTE
employment
is
the
total
number
of
regular
straight
-time
hours
(compensable
hours,
not
including
overtime
or
holiday
hours)
worked
by
an
employee
divided
by
the
number
of
compensable
hours
applicable
to
each
fiscal
year.
Annual
leave,
sick
leave,
compensatory
time
off
and
other
approved
leave
categories
are
considered
"hours
worked"
for
purposes
of
defining
FTE
employment
that
is
reported
in
the
personnel
summary.
TABLE
1.2.2
—FULL-TIME
EQUIVALENT
TERMINOLOGY
Term
Definition
Full
-Time
Permanent
(FTP)
A
position
normally
filled
on
a
permanent
basis
and
having
a
regular
schedule.
Example:
Assume
100
positions
Other
Than
Full
-Time
Permanent
(OTFTP)
All
positions
other
than
full-time
permanent,
including
temporary,
part-time,
and
intermittent.
Turnover
Rate
(TR)
Number
of
employees
who
left
positions
during
a
past
year
divided
by
the
number
of
positions.
Example:
Assume
10
personnel
left
from
our
100
positions.
10
/100
=
10%
turnover
rate
Fill
Rate
(FR)
The
average
number
of
days
between
an
employee
leaving
a
position
and
the
position
being
filled
divided
by
the
workdays
in
a
year.
Example:
Assume
it
takes
65
workdays
from
an
employee
leaving
until
the
position
is
filled
and
there
are
2080
hours
(260
workdays)
in
the
year:
65
/
260
=
25%
fi
ll
rate
Lapse
Rate
(LR)
Percentage
of
the
year
a
vacancy
occurs
(Turnover
Rate)
times
(Fill
Rate)
=
Lapse
Rate
Example:
(10%
turnover
rate)
x
(25%
fi
ll
rate)
=
2.5%
lapse
rate
Number
of
Positions
to
Budget
2.5%
of
the
100
positions
are
vacant
during
the
year,
therefore
100
—(100
x
2.5%)
=
100
2.5
=
97.5
positions
to
budget
1.2.13
Copyright©
2000,
revised
2018
(v2018a)
by
the
American
Society
of
Military
Comptrollers.
All
rights
reserved.
Module
1:
Resource
Management
Environment
Competency
Area
2:
Manpower
Management
AIRIMMINIMMININMINWINAVIONSIIMW
The
conduct
of
foreign
relations
and
the
determination
of
foreign
policy.
The
determination
of
agency
policy,
such
as
determining
the
content
and
application
of
regulations,
among
other
things.
The
determination
of
Federal
program
priorities
or
budget
requests.
The
direction
and
control
of
Federal
employees.
The
direction
and
control
of
intelligence
and
counter
-intelligence
operations.
The
selection
or
non
-selection
of
individuals
for
Federal
Government
employment.
The
approval
of
position
descriptions
and
performance
standards
for
Federal
employees.
The
determination
of
what
Government
property
is
to
be
disposed
of
and
on
what
terms
(although
an
agency
may
give
contractors
authority
to
dispose
of
property
at
prices
within
specified
ranges
and
subject
to
other
reasonable
conditions
deemed
appropriate
by
the
agency).
In
Federal
procurement
activities
with
respect
to
prime
contracts:
The
determination
of
what
supplies
or
services
are
to
be
acquired
by
the
Government
(although
an
agency
may
give
contractors
authority
to
acquire
supplies
at
prices
within
specified
ranges
and
subject
to
other
reasonable
conditions
deemed
appropriate
by
the
agency).
The
participation
as
a
voting
member
on
any
source
selection
boards.
The
approval
of
any
contractual
documents,
to
include
documents
defining
requirements,
incentive
plans,
and
evaluation
criteria.
The
awarding
of
contracts.
The
administration
of
contracts
(including
ordering
changes
in
contract
performance
or
contract
quantities,
taking
action
based
on
evaluations
of
contractor
performance,
and
accepting
or
rejecting
contractor
products
or
services).
The
termination
of
contracts.
--The
determination
of
whether
contract
costs
are
reasonable,
allocable,
and
allowable.
1.2.18
Copyright
©
2000,
revised
2018
(v2018a)
by
the
American
Society
of
Military
Comptrollers,
All
rights
reserved.